WEBVTT
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I'm a medical
doctor from Uganda.
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I started my career about
five years ago in Uganda.
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My first job was as an intern
at a major hospital in Kampala.
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I'm here in Australia
to gain knowledge
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in health service management.
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While I was in Uganda, I
was a clinical administrator
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at a postnatal clinic.
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And I felt the
need to learn more
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about leadership in health
care because as a young doctor
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I experienced lots of challenges
working as an administrator
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manager in the
health care system.
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The clinical system in Uganda
in terms of health care delivery
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is divided into health
centre one, two, three, four.
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Then we have tertiary
hospitals, referral hospitals.
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And so accordingly,
our staff are
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deployed according to the
need at the different levels.
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So the unique thing
I find about Uganda
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is that we have had
to have innovations
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in our workforce in health care
because of the higher ratio--
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we have about one doctor
to 24,000 people in Uganda,
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one nurse to 11,000 people.
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So the government came up with
innovations, like one of them
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is a speciality or a discipline
called clinical medicine,
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or, sorry, a clinic office.
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So this individual is trained
in medicine for three years.
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They have a certain
amount of knowledge
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that they're trained in.
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So they're trained not as
comprehensively as a doctor.
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They are not able to
perform any operations
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or anything like that.
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But they're able to
deliver the primary care
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and take care of the
commonly occurring conditions
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in the community.
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So that's one major innovation.
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And the other is what we
call a comprehensive nurse.
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So this nurse is trained in
primary care, psychiatry,
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and as well as midwifery.
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In my country, one
of the challenges,
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some of the challenges
include the huge workload.
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If you think about
it, one doctor
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to 24,000 people, that's so many
people who need see a doctor.
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So on average, one doctor in a
hospital will be on his toes.
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He's on his toes from
morning till evening.
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Then there's lack of
necessary equipment.
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You may need to have an MRI or
a scan urgently for a patient
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and you're not able to do so.
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We all need to be
abreast with the ups--
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with the right medication or the
most recent medication to give,
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or the right course
of management
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for various disease conditions.
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So that's just, that
applies across the board,
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whether in Africa or Australia.
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But the other thing
this ongoing development
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does for health practitioners
from emerging economies
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is that it gives you
some sort of motivation.
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It also provides an opportunity
for career advancement in case
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that's what the
individual wants to do.
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The challenge of working in a
rural area for a new graduate,
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just imagine you have spent
five years, five to six years
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training and you
are just deployed
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to somewhere so remote.
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You don't know anyone.
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There's no water probably,
no running water,
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and electricity goes on and off.
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And you are essentially
alone in a new place.
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You are charged with
lots of responsibilities,
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like you know, leading
a team of workers
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who are not very motivated.
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You have to be accepted by
the community, you know.
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That's also another challenge.
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You don't just walk in
and practise medicine.
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You have to gain the
acceptance of the community,
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gain their confidence.
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You may find that the nurse--
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the community members have
more confidence in the nurse
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because she's probably
part of the community,
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or the lab technician, or
various other health workers.
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You cannot work independently
in the community.
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It's always teamwork.
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